This is a crucial issue that many times due to not passing all information to the project manager in time, the PM looks stupid in the meeting, this can be a chronically problematic with such a team used to operate without a project manager for a period of time and then the company hire a PM to lead existing team, you tried to set aground rules and you move softly to win everyone trust but still due to old habit they missed occasionally to keep you informed
Sometimes this issue is caused by culture of the company, your manager approach the team directly and vise versa but you are still accountable!
What other measures you would suggest to tune the team for better communication?. Saving Changes...
Michael DelaneyPartner| Delaney Management LLCWest Chester, Pa, United States
I agree with the points made and establishing good communicative relationship with your team members is very important to the success of the project and you as a PM. The company hired a PM because the old way of doing things were not working and you need to sell this to the team and stakeholders. You also need to show why it is their best interest to work with you and not around you.
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1 reply by Riyadh Salih
Jan 21, 2019 10:05 PM
Riyadh Salih
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Michael, yes good point if the team realize that working with the PM is best but it is also true when you get hired there will be storming stage with the team as well however it should be worked out mutually but always the PM takes the lead and guide the team the problem the PM has not much power to hire fire or even transfer and they know that so they take advantage
Apart from that, it is extremely difficult if anyone above is approaching directly the team. In that case, it is better if you told them to come to you.
As you said above, the Culture plays a very vital role and that being said...lot of hard
work/struggling is required from PM side to bring those changes
I am sure, daily stand-up will definitely help...as I did the same on one of my previous projects.
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2 replies by Bala Sripada and Riyadh Salih
Jan 21, 2019 10:08 PM
Riyadh Salih
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Bala, you talk the manger and advise not to approach direct but the manager habit is hard to control it is a continuous ramble in these environment.
Jan 22, 2019 5:54 AM
Bala Sripada
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I agree Riyadh...saying is easier than done.
Having said that, I am sharing my experience ...is that...to win the team's confidence, the PM should be having reasonably good idea either on the Domain or on technology of that particular project. Then definitely, daily stand-ups have given good results.
Have a meeting with your team and set expectations.
For example , you can assign them work packages and then ask them to send you bullet point progress every week if its a waterfall project or have a daily stand-up where you will get an idea of their progress anyways.
If you have a software program like JIRA then you can have an idea of how the sprint is progressing by looking at your JIRA Kanban board.
Reinforce the understanding that the team can progress on their work and you are not there to be an impediment, but rather a facilitator and you are the conduit between the team and the management.
Ask them to let you know of resource constraints and training needs so you can raise it up with the project sponsor.
Reinforce that the team needs to promptly highlight any risks or issues that are affecting the time/cost/scope/quality of your project so you can highlight them to your project board.
Deepesh, thanks for your continuous support and feedback yes these are good points. Saving Changes...
For a new PM, it could be frustrating at times. It need not be a culture issue, it could be the sheer need of information and who can provide fast in the absence of a PM. Constant communication with the team – sharing and receiving information related to projects and progress, building trust within the team helps. Engaging the teams with knowledge sessions, training can build a sense of togetherness. Thereby, the team realizes that PM is an important person who could help, if the situation gets difficult and added embarrassment to the entire team. And of course as Deepesh suggested additional things to follow to keep the flock together.
Ganesh, thanks for your feedback the more cooperative team you have the more easy all these points looks like Saving Changes...
I think the first and most important thing in this case is to have a project communication plan and have project team members as well as managers know and agree to follow it. Strictly monitor the plan during execution, raise and resolve any issues right after they emerge or before they tend to be emerged. Gradually, team members and managers will respect and follow the plan.
Nguyen, yes thanks for your comment the plan of communication is already there and keep reminding them but the problem they don't follow the plan. Saving Changes...
I think by default project teams bypass the project manager as the team members see no benefit in informing the PM about their activities.
It is the responsibility of the PM to ask the team members the right questions before he goes to a meeting where information from them is needed. In practice however relevant team members do attend most meetings so they can respond the questions.
Most PMs are facilitators and don't have to know the details they just have to connect the right people to discuss between them the project details.
Adrian, I agree with you and that's what we do keep asking them but even then sometimes they missed passing the right information in the right time when you have so many points to look after and the critical matters keep changing every day Saving Changes...
Assuming this is happening in the early stages of the new PM joining and not over a longer period of time (which would be indicative of a more serious issue), I'd suggest setting expectations with stakeholders when asked about anything which may be subject to such information gaps that this is what you know to the best of your knowledge but you will verify and confirm in a fairly short period of time.
This is one of the advantages of using online collaborative tools like Slack or even instant messaging. A PM can't be expected to have ALL the info about a project in his/her heads, but they should be expected to know who they can call to quickly locate an answer.
Kiron
Kiron, you have brought a very important point but the question does the top management the key stakeholders understand that the PM is not expected to have all info, this is one of the area where they do expect the PM has the right answer any time they ask any question which is hard to achieve because the PM has more to look after.
Second what could the pm do more if it takes longer time and the team does not reach to maturity Saving Changes...
I agree with the points made and establishing good communicative relationship with your team members is very important to the success of the project and you as a PM. The company hired a PM because the old way of doing things were not working and you need to sell this to the team and stakeholders. You also need to show why it is their best interest to work with you and not around you.
Michael, yes good point if the team realize that working with the PM is best but it is also true when you get hired there will be storming stage with the team as well however it should be worked out mutually but always the PM takes the lead and guide the team the problem the PM has not much power to hire fire or even transfer and they know that so they take advantage Saving Changes...
Apart from that, it is extremely difficult if anyone above is approaching directly the team. In that case, it is better if you told them to come to you.
As you said above, the Culture plays a very vital role and that being said...lot of hard
work/struggling is required from PM side to bring those changes
I am sure, daily stand-up will definitely help...as I did the same on one of my previous projects.
Bala, you talk the manger and advise not to approach direct but the manager habit is hard to control it is a continuous ramble in these environment. Saving Changes...
Apart from that, it is extremely difficult if anyone above is approaching directly the team. In that case, it is better if you told them to come to you.
As you said above, the Culture plays a very vital role and that being said...lot of hard
work/struggling is required from PM side to bring those changes
I am sure, daily stand-up will definitely help...as I did the same on one of my previous projects.
I agree Riyadh...saying is easier than done.
Having said that, I am sharing my experience ...is that...to win the team's confidence, the PM should be having reasonably good idea either on the Domain or on technology of that particular project. Then definitely, daily stand-ups have given good results. Saving Changes...
